Flexible Workforce

Transition W-2 employees to contractors smoothly and effectively.

There's a New Way to Have Contractors, and it's not 1099.

You can have W-2 employment without being the employer.

Engage a full-service consulting firm which becomes the employer of record—shielding you from contractor misclassification claims and allowing all parties the flexibility of contract work without interfering with direct relationships with your team.

We Learned Something from the Pandemic

The coronavirus wasn’t the cause but merely the trigger that accelerated a process already underway—not just of revolutionizing work but of changing the nature of work relationships.

Converting employees to contractors
remote work means we need to change

"The alignment between employee desire and employer needs is a once-in-a-lifetime opportunity to change the moribund employment landscape. The next step: transitioning these workers into independent contractors."

Joe Mullings, founder and CEO of The Mullings Group. Source: CNBC

Employee Desire and Employer Needs are Finally Aligned

People with a business mindset want strong relationships with great companies.

They also want freedom, flexibility and work that’s based on outcomes and clear requirements rather than a culture of fit, close supervision and time at desk—the hallmarks of an employee mindset.

Remote Work is Just the Beginning

Virtualized workplace relationships have become the new normal for all functions of an organization that don’t actually require a physical presence.

The Next Logical Step is Transitioning Employees into Contract Relationships

Shifting a W-2 workforce to more closely mirror the flexibility inherent in client-vendor relationships is fraught with issues organizations haven’t yet solved, but which largely require the simplicity of utilizing a third party corporate entity for accountability, liability, and maintenance of the contractual agreement.

Q: Will Our Employees Adapt to the Change?

Employment is Transactional
Employee Engagement Flips Transactional Relationships on Their Head

Initiating a Transformation

Where to start, and how it works.

Begin With the Low Hanging Fruit

Most organizations will start with one division, a handful of departments, or a particular set of previously localized functions. Wherever remote work has permitted still acceptable levels of productivity or even increased effectiveness with lower overhead, transformation has effectively already begun. Where work is getting done with less supervision and monitoring of time at desk, absent on-site management, a more independent, self-directed workforce is already implied. It’s only necessary to utilize that momentum to finish the implied transformation.

Define Your Core Team

Part of this is asking who embodies your core expertise/leadership and who are practitioners that support the mission. Everyone has a different slider. In-house W-2 employment is most appropriate where: 1) there is no alternative to a professional’s physical presence (i.e. where the traditional office or facility is truly essential as in some manufacturing functions), 2) instant availability is required for operations (as in front-line retail operations), and 3) certain pivotal roles where leadership must be arranged on the basis of exclusivity. Other functions are opportunities for shifting to an outcome-oriented, contingent, or contract-based relationship.

Q: Can We Transform Gradually?

gradual organizational transformation
corporate culture

Gradually but Steadily Introduce the "New Normal" as a Tool for Economic Growth

This is an unprecedented opportunity NOT to return to undesirable ‘normalcy’ based on s factory template that has contributed to traditional employment but also stymied organizations' competitive and creative potential since the invention of assembly-line production. Instead, with so much productivity lost managing the 'politics' of the traditional office, shift the focus to rapid economic growth by building on top of any recent efforts at virtualization with flexible teams engaged in more agile work relationships around clearly defined missions and goals.

Let Enterprising Employees Inject Momentum into the Opportunity

Far from rebelling against a workplace culture that isn’t centered around commuting, reporting to a desk, time in the office, and workplace fit, employees have largely spoken: “Don’t put us back into a traditional work environment if we don’t have to go.’ This implies that consistent work around meaningful goals can replace guaranteed employment tied to W-2 status.

Q: Come On, We've Tried Outsourcing

outsourcing without middle man
outsourcing staff solutions

You and your people set the terms.

We're a professional services vendor, not an agency.

We enable efficient relationships between you and your people. You determine changes to contract, evolution of the relationship, when or how you end it or engage in another one.

Inspire Company Leaders to Acknowledge the Company Learning and Cultural Shift

Organizations, instead of finding their workforce failing to perform outside a traditional workplace or without moment-by-moment supervision, are now seeing enthusiastic support for virtualizing the work relationship itself.

The Impact is Significant, But the Actual Process Changes Are Straightforward

Most organizations already deal with multiple vendors, relying on consistency of outcome delivery and quality of work product. The success of the 2020 experiment in remote work, in which most of the business culture participated, implies similar success transitioning what is essentially a payroll designation to a flexible workforce model that more closely mirrors a vendor/client relationship. 

Q: Can We Handle Evolution of This Magnitude?

employee turnover
vendor for contract professional engagement

Immense Company Overhead Can be Liberated By Treating Employment as a Variable Rather than Permanent Asset

In a flexible workforce™, W-2 employment is reserved for certain critical functions, while on-demand relationships become the norm for the company's broader talent network.

The Result is an Extraordinary Competitive Advantage and Preparation for Uncertainty

Organization leaders and investors are free to pursue new opportunities with fewer roadblocks to evolving, ongoing support of more precise talent requirements, greater resilience to shifts in marketplace demand, and smoother ability to respond to the emergence of disruptors.

Q: Are the Benefits for the Company's Future Worth it?

executive success
increase employee independence
business growth
Increase competitiveness

TWO WAYS TO BEGIN THE TRANSFORMATION

Start With a Project

Experience business agility at the diamond
tipped point of moving current goals to "done".

Start with the Workforce

Make your company or division cost-effective,
ready for any uncertainty, and responsive to change.

Let's Have a Conversation

FAS would like to meet with the leaders and/or investors driving your organization to unparalleled prosperity in a new era of work. Let’s get a Zoom meeting with your key stakeholders and place your goals at the pinnacle of your operational structure.

Alternately, we can work with one leader and perform a Workforce Agility™ assessment leading to a Workforce Flexibility™ roadmap to identify the components of your organization or division ripe for the next step in practical evolution, plan and most importantly execute on bringing that transformation into being.

THE EXTRAORDINARY ADVANTAGE OF AN AGILE WORKFORCE™

Continuously align workforce with workload.

We’re interested in companies who want to BE the next disruptors in their industries by putting their talented professionals on a new footing for sustainable growth in the coming decades, able to thrive in uncertainty and succeed on the vision of company founders.